Human Capital Briefs

Employees are struggling to select their benefits. Jargon, lack of communication and poor understanding are some of the issues that plague workers when deciding on 401(k)s, health plans and other benefits, says Rebecca Ray, executive vice president of human capital at the Conference Board.

Rising labor costs and a dwindling number of available workers have compelled companies to seek new options such as gig hiring when it comes to recruiting.

Study after study has found that companies with gender diversity at the leadership level outperform their less inclusive peers. How can we capitalize on such findings? It starts with developing a leadership pipeline—one filled with talented, ambitious women at every stage of the journey. But our latest analysis reveals that the pipeline slows to a trickle the further along the ranks we go.

In this year’s C-Suite Challenge survey, we asked 1,426 C-suite executives for their views on the Organization of the Future through 2025, including what skills will be needed to thrive in 2025 and beyond. The results outline a world of work where skill variety will become critical while organizations are reshaped by new business models.

Why is it that so many companies are ill prepared for the departure of the incumbent CEO, especially if that’s the result of poor performance, ethical issues, death or incapacitation? This article describes seven typical miscues in CEO succession planning, along with suggestions for how improved practices can lead to the preferred outcome: selection of a new CEO who is equipped to address the company’s critical challenges and opportunities and who enjoys the support of the Board.

Progress in the field of D&I is sluggish and often fleeting. To achieve our critical goals for individuals and businesses, we must be willing to question familiar assumptions and re-consider the relevance and effectiveness of today’s best practices.

Employee motivation is more a function of what you do rather than what you say. Your behavior and actions can have a cascading effect on the organization as you lead with your behaviors and show your priorities through your actions.

The stakes for getting D&I right are high, both for organizations and individuals. Unfortunately, many of our familiar D&I ‘best practices’ are inadequate amid ever-evolving demands and complicated contexts. To advance D&I outcomes, we need next practices.